Communication in Project Team Management - Identification of Research Gaps and Direction for Future Research

Purpose: Project management is an increasingly common way of organising work in organisations around the world. One of its key elements remains effective communication, which determines the success of implemented projects. The aim of this article is to explore key aspects of communication in project team management to identify research gaps in this area and directions for future research. The definition of a project and a project team is presented, emphasising the importance of temporality and the complementary competencies of team members. The role and competencies of the leader in the project management process is highlighted, and the importance of human capital in the project team is discussed. It is pointed out that the project managers competencies in the context of communication should be developed in terms of their interpersonal communication skills and their skills related to managing the communication process in the project. The article also explores patterns of managing communication in projects, pointing out their application in different contexts. Particular attention is given to the challenges in managing communication in virtual teams. The importance of appropriate communication tools is also highlighted. Design/Methodology/Approach: The article is based on a literature review and findings from empirical research on communication best practices. The study employs a literature review methodology, analysing sources from Scopus, Web of Science, Google Scholar and the catalogue of the Wroclaw University of Economics and Business's Main Library to identify research gaps and synthesize insights on communication tools, leadership skills, and practices in diverse project settings. Findings: Key findings highlight the limited exploration of communication dynamics in industry-specific and virtual teams, as well as the potential of artificial intelligence to transform project communication processes. Practical Implications: This research contributes to the field by proposing actionable strategies for improving communication management in project teams, emphasizing the dual importance of interpersonal and organizational communication competencies for project leaders. The study’s practical implications provide a foundation for both academic inquiry and professional practice, offering pathways for future research and enhanced project success. Originality/Value: As a result of the literature review carried out as part of the article, it can be pointed out that effective communication not only promotes the achievement of project goals, but also influences the satisfaction and commitment of team members. Although one of the studies indicated limited implementation of communication practices into the projects studied, the projects were successful. This suggests an opportunity to further explore the issue related to optimising communication management in project teams. The article contributes to project management theory and practice by offering both an overview of existing knowledge and directions for future research on the effectiveness of communication tools in project teams.